Empowering Leaders Are Egoless

leaders-egoless

Research has shown that many of the most effective leaders are humble. Although determined to achieve their vision, they are more interested in getting the job done and building something great than press clippings or personal credits. Many leaders find themselves caught in political battles, expending their energies on trying to move personal agendas forward instead of driving toward what is best for the organization. Empowering leaders, however, are more effective when they set their ego aside, let go of power politics and personal agendas, and professionally focus on building organization and human capabilities. [Read more…]

Empowering Leaders Build and Maintain Relationships of Trust

leaders_trust

An important practice of empowering leaders is that they build and maintain personal relationships with their followers–relationships based on trust. Leadership is about relationships, and empowering leaders are aware of their impact on others and seek to communicate and behave in ways that build trust.

Are You Trustworthy?

A short assessment of trust in your organization and the extent to which you are perceived as trustworthy can help identify the level of trust you enjoy as a leader in your organization. How you answer the following questions is directly related to the nature and quality of trust relationships you have built around you in your organization. [Read more…]

Resistance to Change

Do people resist change, and if so, why? There are those (e.g., Tom Peters, “Liberation Management”) who argue that change is actually easy and that people do it all the time. There are many others (e.g., Alan Deutschman, “Change or Die”), who argue that change is difficult and that even when faced with the prospect of death, many people will not give up their unhealthy habits. And in organizations, many of us have experienced the difficulties that organizational leaders have in dealing with resistance.

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The Peril of Not Talking-Case Study of an Executive Team

A number of years ago I was a member of a senior executive team that failed to come to consensus on the strategy of the business. This experience was a powerful example of how important it is for people to learn to talk openly and the severe consequences when we don’t.

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Seven Ideas to Get the Most From Your People

In spite of our amazing technological advances, the work of an organization is accomplished by people. People interface with the customer, make the product, deliver the service, plan and coordinate how work gets done, improve processes and systems, ensure quality standards, and return a profit. Technology has provided us with better tools and made us far more efficient and productive. But it is still people who do the work of an organization and are ultimately responsible for its success.

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Dialogue: A Crucial Leadership Skill

Carlos has recently been appointed as a new supervisor of production. His feelings about his new job are mixed. He loved working on the floor and had a good relationship with his co-workers. He wasn’t sure he wanted all the responsibility and hassles of being a supervisor and how it might change his relationship with his former peers.
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The Importance of Dialogue in Business: A Case Study

A number of years ago I was a member of a senior executive team that failed to come to consensus on the strategy of the business. This experience was a powerful example of how important it is for people to learn to talk openly and the severe consequences when we don’t.

The company was a manufacturer and distributor of components within the computer industry. For many years the company had an excellent reputation and dominance of their market place. Their largest customers included such companies as Compaq, Sun Microsystems, IBM and AT&T.

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